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Strategic versus Operational Planning in Small Retail Firms

Author

Listed:
  • Richard B. Robinson Jr.
  • John E. Logan
  • Moragea Y. Salem

Abstract

This paper reports some of the results of a study of operational and strategic planning practices in 81 independent grocery stores in South Carolina. High levels of operational planning were associated with significantly higher performance for three of the four performance measures employed. Long range planning alone was associated with significantly higher performance for only one of the variables employed.

Suggested Citation

  • Richard B. Robinson Jr. & John E. Logan & Moragea Y. Salem, 1985. "Strategic versus Operational Planning in Small Retail Firms," Entrepreneurship Theory and Practice, , vol. 10(3), pages 7-16, January.
    • Handle: RePEc:sae:entthe:v:10:y:1985:i:3:p:7-16
    DOI: 10.1177/104225878501000301
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    References listed on IDEAS

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    1. Gregory G. Dess & Richard B. Robinson, 1984. "Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit," Strategic Management Journal, Wiley Blackwell, vol. 5(3), pages 265-273, July.
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